2018 nicholas e. davies enterprise award of excellence · 2018 nicholas e. davies enterprise ....
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2018 Nicholas E. Davies Enterprise Award of Excellence
September 24, 2018
Banner at a Glance
Our Mission:Making healthcare easier, so life can be better.
Our Strategy:
• Integrated governing process– Single Board of Directors– Centralized management structure– Centralized corporate functions
• Designed to achieve results– Enhance clinical quality– Affordable cost model– Patient/member experience
• Alignment from strategy through initiatives– Drives common strategy from senior leaders down through entire organization– Allows IT leaders to tightly align technology strategies with Banner strategy– Aligns IT sub-strategies and tactics across IT operations
Banner’s Operating
Model
The Banner Operating Model
Virtual CareIncreasing Capacity to Deliver Highly Reliable Care
Michael Simons, MD, Medical Director, Virtual Care
Local ProblemHow does Banner Health improve outcomes by providing highly reliable care while increasing
capacity to deliver care?
Virtual Visits Will be the Primary, Preferred Access Points for Routine, Low-Acuity Care94% Resolution rate for virtual visits – no follow-up care needed after visit.
By 2029, when the last round of boomers reaches retirement age, the number of Americans 65 or older will climb to more than
71 millionup from about 41 million in 2011 according to Census Bureau estimates.
73%increase
IOM report suggests that, in the United States, one-third of all hospital patients experience harm during their stay and, each year, more than 400,000 preventable hospital deaths occur..
Mortality rates in ICU average 10-20% Overall, over 200,000 patients die in US ICUs each year. Given the high stakes involved, the quality of care delivered in ICUs is particularly important. Unfortunately, evidence suggests that quality varies widely across hospitals.
Physician Shortages in the Specialties Taking a Toll The short list includes cardiology, critical care, diagnostic radiology, oncology, and orthopedic surgery. Shortages in dermatology, general surgery, neurology, psychiatry, urology, and vascular surgery
Design and Implementation
Governance: Critical Care CCG
ED
Pulmonary
Palliative Care
NICU/Newborn
Neurosciences
Critical Care
Behavioral Health
Anesthesia
Pediatrics
Women’s Health
Post Acute Care
Medical Imaging
Primary Care
Hospital Medicine
Cardiology
Urgent Care
Surgery
Pharmacy & Therapeutics
Infectious Disease
CV Surgery
Oncology
Ortho
Clinical Leadership
Team
Program management
CCGs and Clinical Practice
Development
InformaticsClinical & Medical
Professionals assist with
design & build
Quality
CPAClinical
Performance Analytics
Clinical Education
Process EngineeringClinicians and
Engineers assist with Design
Purpose: Define expected clinical practices for Banner Health based on best available evidence, including practice- based evidence.
“Engineering” New Models
• Research Practices
• Reach Consensus on requirements
Define
• Describe reliable workflow and roles
• Develop tools
Design• Communicate
and train• Address issues• Monitor
Implement
Telemedicine: it’s more than technology
• Identify adverse trends and intervene before adverse trends become adverse outcomes
• Respond to requests for help from the bedside
• Monitor and assist with “best practice” compliance and system initiatives
• Measure performance across the system
• Utilize real time data to drive performance improvement
Technology:
•Clinical Consensus Groups•Educational materials to patients/ families•2 way audio/ video in monitored rooms•Arranged visits to tele-ICU operations center for bedside nurses
Culture
•Managed by alternate, available in-house providers or newly trained non-physician teamsProcedures
•All monitored rooms equipped with high-definition, tele-intensivist controlled cameras
•Ability to view all vital signs data from all rooms in real-time•RT performed, tele-intensivist interpreted real-time limited cardiac US
Physical Exam
•Funded by all receiving facilities with expectation of cost avoidance savings from LOS reductionFinancing
Keys to Success
Current Deployment
Current Statistics
• > 600 beds• 26 facilities• 47 units• 5 tele-intensivists + 2 AC-
NP’s / night • 1 tele-intensivist / day• ~ 12 CC RN’s ATC • 3-4 unit secretaries ATC
1st Block of Banner TeleICU
5 hospitals,Now 26
hospitals
1st TeleAcute BGMC
Now: 3 hospitals
1st Multisite Intensivist
Tel Aviv, IsraelNow: 4 “Rocs”
Blood Transfusion,Sepsis Prompt
Validation StudyDRS Validation Study,
Ongoing studies
Banner iCare complex chronic patients at home
Ends January 2018
eSNFTele Behavioral
Health in EDNow: pilots in
Observation Units and PCP office
TeleDocLow Acuity
coverage for Banner Aetna
members
TeleOphthalmology
Timeline
Value Derived
Severity Adjusted Mortality
Severity Adjusted LOS
0
20
40
60
80
100
Intensive Care Patients
> 20 hours Improvement
Clinical Practice:Sepsis, Delirium Identification, Prevention and Treatment
Clinical Cost Avoidance of $22 Million
Business Intelligence, Critical Care Data Cube, Accessed 05/01/2014
Length of Stay in Hours
Banner Health
TeleICU – The foundation
297,613fewer ICU days than predicted
550,916fewer hospital days
2006-2018 Impact:
15,297 lives estimated saved, as reported (comparing to benchmark data)
The Evolution of the Sepsis / SaFE Alert
Origins within Banner• Sparked by the 100,000 Lives Campaign and Surviving Sepsis• Developed in 2010-2011, after a trial of 6 months, work was
continued in 2012 part of the CIPI Strategic Initiative– Comprised of 3 components
• Severe Sepsis/ Septic Shock expected clinical practice• A real-time, automated EMR-based screening system with alert
notifications• Care sets optimized in alignment with the CP
– 2012 Metrics included:• Outcome measure—severe sepsis house-wide mortality• Process Measure—sepsis bundle compliance • Context Measure—failure investigation
The Clinical Practice• Contained requirements for
sepsis “resuscitation” and “management” bundles
• Timelines defined for each clinical care expectation
• Has been revised over the years, based upon changes in our local experience and the sepsis literature
Tele-Acute: Expanding Outside Critical Care—2013 • Expansion into General Medical Units• Leveraged a new pop health software
platform with fixed, in-room cameras and limited telemetry, SpO2 and HR data
• ~ Nurse-only model, with workflows targeting: – Rounds on all patients/ shift
– Surveillance of data for subtle signs of decompensation
– Response to calls for help from bedside
– Ability to escalate to tele-intensivist if bedside resources unavailable
• Presently deployed at three sites covering 108 beds
Automated, Real-Time EMR SurveillanceTimeframes were critical to ensure the timely capture of a clinically significant change
• 2 SIRS criteria must be met within 6 hours*
• 1 acute, organ system dysfunction• Each SIRS and OD were independent
events, if each occurred within 8 hours of the other, an alert was triggered, and this time was used as “T-zero” for calculating bundle compliance
Sepsis/ Shock Logic
Revised second ½ 2012
Placing in the Preliminary Sepsis Denominator1. + sepsis alert per EMR surveillance
a. Inpatient based on listed triggersb. ED based on same triggers + ED statement of
“Definitely/ Potentially” infected at time of inpatient status placement
2. Use of sepsis care set * exclusion of patient with DNR/ comfort care [cs] prior to or within 6.75 hours of alert
Different Workflows were Developed Based on Patient’s Location
Inpatient ED
Onscreen Alert Facilitated the Expected Management
RN Provider Notification
Care Set Inclusion Notifications
Missing Bundle Elements
Elevated Lactic Acid Notification
Customized Care Sets Deployed
Locking the Denominator (early 2012)• Determined by physician attestation at discharge
*If no response by 7 days after discharge, patient was defaulted into sepsis denominator
…Late 2012
• Attestation now appeared 24 hours after alert firingo If “yes,” patient locked in denominatoro If “no,” patient was removed from denominator and screening would resume
24 hours after attestationo Failure to respond to form by 7 days post discharge would still lock patient in
denominator
“Just Culture” Failure Review Process
1st Year Results from Representative Facility
Outcome- Sepsis Mortality* Sepsis Process—Bundle Compliance
Sepsis Context—Just Culture Investigation
End of Story???
True measure of “industry leadership” is not in achieving a transient metrical success, regardless of how profound, but in the development and cultivation of those
institutions which permit continued progress.
Subsequent Changes Since the end of the 2012 Strategic Initiative period:
– Change from denominator determination by physician attestation to post-discharge coding per Angus Criteria
– Changes in advanced bundle elements, permitting POC cardiac US assessment of volume status or CVP transduction
– Removal of requirement for ScvO2 measurement – Changes in volume resuscitative approach– Temporary alert suppression based on care set usage for patient
frequently triggering “false alerts”– Automation of lactic acid measurement on alert triggering
Custom MPage Deployed in Late 2012• Sortable by:
• Facility and/ or unit
• ED/ Inpatient• 6 hours or 72
hours• Displayed:
• Triggers• Bundle
timeline• Nursing
notification • Pre/ post
alert lactate• Blood cx*• Antibiotics*
Renamed from “Sepsis alert” to “SAFE alert” (Sepsis And perFusion Evaluation) in June 2014
– Done after above analysis revealed the mortality of those that triggered the alert to be ~ 30x higher than those that never triggered it (5.2-5.8% vs 0.2%), with the mean time from alert to death being ~ 5.3 days
– Mortality extended to those who were not identified nor coded for severe sepsis
– Rebranding was intended to encourage a broader diagnostic consideration than simply sepsis in triggering patients, so that “mitigable causes” of morbidity/ mortality could be limited
Renaming the Alert
Centralized 2nd Look for Selected Patients• Pilot was conducted in June 2012 at 3 facilities with teleICU
intensivists reviewing all sepsis alert and intervening in concert with bedside as deemed necessary
• Later pilot was expanded to ~ ½ of patient population in June 2014– Preliminary analysis reveals an improvement in “bundle compliance” with this
approach vs. solely bedside response• Systemwide implementation occurred in October 2015, under the
following guidelines:– Central review of patients with SAFE alert and automated lactate retuning >
2.0– Bedside providers continue to receive the alert at the time of firing
Bundle Compliance Data Centralized Response
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
PreCentralized Review Centralized Review
Bundle Compliance/ Non-ICU in Applicable Facilities
Bundle Complaince/ Non-ICU Applicable Facilities
Linear (Bundle Complaince/ Non-ICU Applicable Facilities)
~ 32% increase
Dec2013-Jun2014 Jun2014-Oct2015
Recent Data with New Denominator
May-18
0.00%
50.00%
1 2 3 4 5 6 7 8 9 10 11 12
Representative Bundle Compliance
May-18
0
0.2
1 2 3 4 5 6 7 8 9 10 11
Representative Sepsis Mortality
Ongoing work…
• Sepsis will again be a Banner strategic initiative for 2019• Clinical practice review and revision• Re-evaluation of [cs]/[pp]-based alert suppressions• Development of targeted [pp]’s for those non-sepsis clinical
entities found to frequently trigger SAFE alerts
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